Conflict

Management
Styles
Marilou F. Siton Nanaman, PhD
Director, MSU IIT IPDM
Learning Objectives
• To review one’s experiences of conflict and the manner
in which they were resolved or handled
• To know the importance of conflict management
• To identify helpful and non-helpful behavior in solving
conflicts
• To be oriented with skills and styles in handling
conflicts
• To know the value of consensus and cooperative work
• To learn skills in conducting classes which encourages
cooperation more than competition
Conflict
• Conflict is a relationship between two or more
parties who have, or think they have,
incompatible goals.
• Conflicts could be symbols of a
healthy and dynamic society,
if addressed properly.
• Conflict pervades all of society,
including the family, the economy,
polity, and education.
(Conflict, 2009. In Encyclopædia Britannica. Retrieved September 09, 2009, from Encyclopædia
Britannica Online: http://www.britannica.com/EBchecked/topic/132065/conflict
Conflict

• Conflict occurs when individuals or

groups are not obtaining what they need
or want and are seeking their own self-
interest. Sometimes the individual is not
aware of the need and unconsciously
starts to act out. Other times, the
individual is very aware of what he or she
wants and actively works at achieving the
goal.
Common causes of conflicts

• scarcity of resources (finance, equipment,

facilities, land etc)
• different attitudes, values or perceptions
• disagreements about needs, goals, priorities
and interests
• poor communication
• poor or inadequate organisational structure
• lack of teamwork
• lack of clarity in roles and responsibilities
Types of Conflict
• Surface conflict may only be a
misunderstanding of goals and could be
improved by communication.

• Negative conflict is a conflict,

which is violent and hurts people.

• Positive conflict is a conflict, which is non-

violent and brings about positive change.
Conflict Management

• the practice of identifying and handling

conflict in a sensible, fair, and efficient
manner.
• Conflict management requires such skills
as effective communicating, problem
solving, and negotiating with a focus on
interests.
Non helpful behavior

(conflicts between individuals)

• colleagues not speaking to each other or
ignoring each other
• contradicting and bad-mouthing one
another
• deliberately undermining or not co-
operating with each other, to the downfall
of the colleague or team
Non helpful behavior
(conflict between groups)
• cliques or factions meeting to discuss
issues separately, when they affect the
whole organisation
• one group being left out of organising an
event which should include everybody
• groups using threatening slogans or
symbols to show that their group is right
and the others are wrong
Conflict is DESTRUCTIVE when it

• Takes attention away from other

important activities
• Undermines morale or self-concept
• Polarizes people and groups, reducing
cooperation
• Increases or sharpens difference
• Leads to irresponsible and harmful
behavior, such as fighting, name-calling
How to build teamwork and co-operation
(…and so minimise the possibility of conflict)

• Teamwork and co-operation are essential in

an organisation which aims to be effective
and efficient, and not likely to be divided by
conflicting factions. The best teamwork
usually comes from having a shared vision or
goal, so that leaders and members are all
committed to the same objectives and
understand their roles in achieving those
objectives. Important behaviours in achieving
teamwork and minimising potential conflict
include a commitment by team members to:
• share information by keeping people in the
group up-to-date with current issues
• express positive expectations about each other
• establish frequent two-way communication
• empower each other - publicly crediting
colleagues who have performed well and
encouraging each other to achieve results
• team-build - by promoting good morale and
protecting the group's reputation with outsiders/
practice mutual support
• resolve potential conflict - by bringing
differences of opinion into the open and
facilitating resolution of conflicts
Conflict becomes CONSTRUCTIVE when it

• Results in clarification of important problems

and issues
• Results in solutions to problems
• Involves people in resolving issues important to
them
• Causes authentic communication
• Helps release emotion, anxiety, and stress
• Builds cooperation among people through
learning more about each other
• Helps individuals develop understanding and
skills
The differences between
"competition" and "conflict"
• "Competition" usually brings out the best in
people, as they strive to be top in their field,
whether in sport, community affairs, politics or
work. In fact, fair and friendly competition often
leads to new sporting achievements, scientific
inventions or outstanding effort in solving a
community problem.
• When competition becomes unfriendly or bitter,
though, conflict can begin - and this can bring
out the worst in people.
Reaching consensus through collaboration
• Groups often collaborate closely in order to
reach consensus or agreement. The ability to
use collaboration requires the recognition of
and respect for everyone's ideas, opinions, and
suggestions. Consensus requires that each
participant must agree on the point being
discussed before it becomes a part of the
decision. Not every point will meet with
everyone's complete approval. Unanimity is not
the goal. The goal is to have individuals accept
a point of view based on logic. When
individuals can understand and accept the
logic of a differing point of view, you must
assume you have reached consensus.
Guidelines for reaching a CONSENSUS

• Avoid arguing over individual perspectives/ positions. Present a

position as logically as possible.
• Avoid "win-lose" statements. Discard the notion that someone
must win.
• Avoid changing of minds only in order to avoid conflict and to
achieve harmony.
• Avoid majority voting, averaging, bargaining, or coin flipping.
These do not lead to consensus. Treat differences of opinion as
indicative of incomplete sharing of relevant information, keep
asking questions.
• Keep the attitude that holding different views is both natural and
healthy to a group/ class.
• View initial agreement as suspect. Explore the reasons underlying
apparent agreement and make sure that members/ the students
have willingly agreed.
There are three guiding

principles here:

Be Calm,
Be Patient,
Have Respect…
Key Points

• Conflict in the class and in the school

environment can be incredibly destructive
to good teamwork. Managed in the wrong
way, real and legitimate differences
between people can quickly spiral out of
control, resulting in situations where co-
operation breaks down and the team's
mission is threatened. This is particularly
the case where the wrong approaches to
conflict resolution are used.
• To calm these situations down, it helps to
take a positive approach to conflict
resolution, where discussion is courteous
and non-confrontational, and the focus is
on issues rather than on individuals. If
this is done, then, as long as people
listen carefully and explore facts, issues
and possible solutions properly, conflict
can often be resolved effectively.